Complaints Allege Shadow Control at WAPCOS Limited Despite Removal of Former CMD

Complaints sent to the PMO, CVC, ED and CAG allege that despite the removal of former CMD Rajnikant Aggarwal, the same network of officers continues to control key functions of the Mini Ratna PSU.

The removal of a PSU chief is often projected as a moment of accountability, a signal that governance failures have been acknowledged and corrected. But documents now placed before multiple constitutional and statutory authorities suggest that, in the case of WAPCOS, the deeper problem may have survived the change at the top.

When Rajnikant Aggarwal, the former chairman-cum-managing director of WAPCOS Limited, was removed from office, the decision was presented as a corrective act in response to mounting allegations of corruption, tender manipulation and governance failure at the public sector consultancy under the Ministry of Jal Shakti.

What followed, according to a set of detailed complaints now before the Prime Minister’s Office, the Central Vigilance Commission, the Enforcement Directorate and the Comptroller and Auditor General of India, was not institutional repair but institutional continuity. The documents allege that Aggarwal’s exit removed the individual, not the system—and that the network of officers and intermediaries that operated during his tenure continues to exercise decisive control over WAPCOS.

“The CMD was removed, but the architecture of control remained untouched,” one representation states, adding that postings, tenders, payroll, vigilance correspondence and information flow continue to be dominated by the same set of individuals.

The allegation raises a larger question that goes beyond one PSU: whether leadership change is being mistaken for institutional reform in India’s public sector.

An Appointment That Set the Pattern

The complaints trace the crisis back to Aggarwal’s appointment itself. According to the documents, he had earlier been declared “Not Fit even for appointment as Director” by the Public Enterprises Selection Board. Despite this adverse assessment, he was elevated to CMD in 2021 through what the complainant describes as extraordinary administrative intervention.

“The elevation of Shri Rajnikant Aggarwal, despite an adverse PESB finding, marked the beginning of a coordinated capture of WAPCOS by a group of officers and intermediaries.”

During his tenure, the complaints allege, WAPCOS was systematically transformed from a professional consultancy into what is described as “a rent-seeking organisation where postings, tenders, HR, vigilance and overseas projects became monetised instruments.”

Aggarwal was eventually removed from office. But, the documents insist, the operational core of the system survived the change at the top.

The Officers Named — and the Continuity Alleged

Across multiple complaints, a consistent set of names appears, along with specific roles attributed to them.

“The same officers who controlled postings, tenders, payroll, vigilance correspondence and RTI replies during the Aggarwal tenure continue to occupy or influence sensitive positions even after September 2025.”

Shri Sumir Chawla

Assistant Chief Manager (HRD) & CPIO, WAPCOS Headquarters

“Shri Sumir Chawla exercises de facto control over HR, RTI replies, vigilance communication and website disclosures, effectively neutralising the CMD’s authority.”

“He removed the duly designated CPIO and Chief Grievance Officer, Shri Raghvendra, from the official website in defiance of CMD instructions.”

Internally, he is described as “the Invisible CMD.”

Shri Sanjay Sharma

Senior Officer, Delhi Headquarters

“Shri Sanjay Sharma functions as the central coordinator of manpower outsourcing, fake recruitments and payroll-linked siphoning.”

“Despite transfer directives, he continues to operate from Delhi HQ, signalling institutional protection and open defiance of authority.”

Shri Deepank Agarwal

Project-linked Officer (Kerala / Guwahati)

“Serious irregularities in Kerala projects resulted only in a transfer to Guwahati, not disciplinary proceedings.”

Shri Amitabh Tripathi

Former tender-handling official, now ‘Technical Adviser’

“The principal tender manipulator during the Aggarwal tenure, continuing to influence tender evaluation, manpower outsourcing and vigilance inputs under the guise of an advisory role.”

Shri Rajat Jain & Shri Deepak Lakhanpal

Tender and contractor interface

“On-ground operatives managing contractor coordination, tender facilitation and cash collections.”

Smt. Seema Sharma, Shri Atul Sharma, Shri Kusum Sharma and Smt. Jyoti

HR / payroll / internal coordination

“Fake recruitments, payroll manipulation and coordinated internal file routing, indicating systemic abuse rather than isolated misconduct.”They themselves have been appointed based on fake qualifications.

Shri Pradeep Dhama

Senior officer — project and contract interface

“A key operational facilitator between contractors and headquarters, ensuring smooth passage of inflated bills and routine payments.”

“No meaningful disciplinary action was taken despite recurring references in whistleblower material.”

Shri Vimal Chander & Shri Kamlesh Chander_ Father and Son

Foreign project handlers (Tanzania, Rwanda)

Liaisons with Ministry and serve the CMD while licking Boots and Sandals.

“Controlled proxy manpower and consultancy entities abroad and managed routing of foreign project proceeds back to India through layered arrangements.”

When Vigilance Is Allegedly Neutralised

“WAPCOS exhibits all classical indicators of a vigilance-captured organisation.”

“The vigilance architecture has been neutralised from within, making internal correction structurally impossible.”

Public Projects as Revenue Streams

Complaints cite Odisha and Kerala projects, AYUSH hospitals, tribal schools and hospitals as alleged revenue extraction points rather than welfare interventions.

The Money Trail and the Laundering Allegation

“Illicit funds are generated through fake consultancy, inspection and manpower invoices, layered through shell entities and dormant SPVs, and integrated into benami properties and high-value assets.”

Locations cited include Greater Noida (Pari Chowk, Sector-150), Alpha Commercial Belt and Gurgaon, with overseas routing through Tanzania and Rwanda.

Audit Red Flags That Went Unanswered

“Turnover was artificially inflated through paper-only billing, GST was paid without underlying work, and loans exceeding ₹200 crore were diverted to dormant SPVs.”

“Around ₹10 crore in provident fund outflows occurred while employee dues remained unpaid.”

The Governance Question

The files now lie before the PMO, the CVC, the ED and the CAG.

When power migrates from formal office to informal networks, can accountability be restored by changing faces alone?

This report is based on complaints, documents and representations submitted to constitutional and statutory authorities. All allegations are subject to investigation and determination by competent agencies.